Laying the foundation for successful team performance trajectories: The roles of team charters and performance strategies.

Mathieu, John E.; Rapp, Tammy L.

doi:10.1037/a0013257

Cited by 244 publications

(279 citation statements)

References 70 publications

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“…By means of a detailed task analysis of the simulation and with the help of a group of company managers who develop the simulation, we derived four sentences for understanding the temporal aspects of the simulation (Mathieu & Rapp, 2009;Uitdewilligen et al, 2013).…”

Section: Temporal Mental Modelmentioning

confidence: 99%

When shared cognition leads to closed minds: Temporal mental models, team learning, adaptation and performance

Santos

Passos

Uitdewilligen

2016

European Management Journal

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Section: Temporal Mental Modelmentioning

confidence: 99%

When shared cognition leads to closed minds: Temporal mental models, team learning, adaptation and performance

Santos

Passos

Uitdewilligen

2016

European Management Journal

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“…The development of these agreements may prompt the group to clarify important issues such as group members' roles and responsibilities as well as their task related abilities and work styles (Mathieu & Rapp, 2009). If such agreements are reached during the early formative stage, they can facilitate subsequent collective action (Mathieu & Rapp, 2009). In other words, during the early stages groups may be concerned primarily with planning for the future while in the later stage they may focus more intently on task execution as the deadline nears (Okhuysen & Waller, 2002).…”

Section: Surface-level Demographic Diversity As An Antecedent To Earlmentioning

confidence: 99%

“…During the early phase, effective teams may also reach explicit agreements about how the group will work together to complete tasks in a timely manner (Mathieu & Rapp, 2009). The development of these agreements may prompt the group to clarify important issues such as group members' roles and responsibilities as well as their task related abilities and work styles (Mathieu & Rapp, 2009). If such agreements are reached during the early formative stage, they can facilitate subsequent collective action (Mathieu & Rapp, 2009).…”

Section: Surface-level Demographic Diversity As An Antecedent To Earlmentioning

confidence: 99%

Can confidence come too soon? Collective efficacy, conflict and group performance over time

Goncalo

Polman

Maslach

2010

Organizational Behavior and Human Decision Processes

116

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Groups with a strong sense of collective efficacy set more challenging goals, persist in the face of difficulty, and are ultimately more likely to succeed than groups who do not share this belief. Given the many advantages that may accrue to groups who are confident, it would be logical to advise groups to build a high level of collective efficacy as early as possible. However, we draw on Whyte's (1998) theory of collective efficacy and groupthink, to predict that when confidence emerges at a high level toward the beginning of a group's existence, group members may be less likely to engage in process conflict; a form of conflict that may be beneficial in the early phase of a group project. We found support for this prediction in two longitudinal studies of classroom project teams. Groups with a strong sense of collective efficacy set more challenging goals, persist in the face of difficulty, and are ultimately more likely to succeed than groups who do not share this belief.Given the many advantages that may accrue to groups who are confident, it would be logical to advise groups to build a high level of collective efficacy as early as possible. However, we draw on Whyte's (1998) theory of collective efficacy and groupthink, to predict that when confidence emerges at a high level toward the beginning of a group's existence, group members may be less likely to engage in process conflict; a form of conflict that may be beneficial in the early phase of a group project. We found support for this prediction in two longitudinal studies of classroom project teams.

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“…Mathieu and Rapp (2009) suggest focusing on two aspects in the start-up phase, taskwork and teamwork. Taskwork deals with what the team will do.…”

Section: Team Planningmentioning

confidence: 99%

Can Lonely Riders Become Three Musketeers? Creating Effective Joint Operations among Farmers

Schei¹,

Hansen²,

Selart³

2012

IJBM

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Individuals as well as organizations often need to work together to achieve economies of scale and scope. However, collaboration can be a challenge, and one example in which the potential benefit of cooperation has been difficult to realize are joint operations within the Norwegian farming industry. Thus, the purpose of this article is to illuminate why some of these joint operations fail while others prevail. We conducted in-depth interviews and gathered performance data in 10 joint farming operations, with our results revealing systematic patterns; those operations which had the highest level of performance and satisfaction had low levels of conflicts, whereas the others had higher level of conflicts. For the least successful operations, the conflicts were predominantly relational and typically approached with contention. Furthermore, the conflict patterns were systematically linked to team design and team planning, in which a balance and stability between partners, as well as a careful consideration of task issues and team issues, seem to be key variables.

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Laying the foundation for successful team performance trajectories: The roles of team charters and performance strategies.

Cited by 244 publications

References 70 publications

When shared cognition leads to closed minds: Temporal mental models, team learning, adaptation and performance

When shared cognition leads to closed minds: Temporal mental models, team learning, adaptation and performance

Can confidence come too soon? Collective efficacy, conflict and group performance over time

Can Lonely Riders Become Three Musketeers? Creating Effective Joint Operations among Farmers

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